SlideShare une entreprise Scribd logo
1  sur  49
Télécharger pour lire hors ligne
Session # V608
WHAT CAN YOU LEARN FROM
?
Contact Information
Mark J. McGaunn, CPA/PFS, CFP®
Managing Member
McGaunn & Schwadron, CPA’s, LLC
75 2nd, Avenue, Suite 425
Needham Heights, MA 02494-2897
main (781) 489-6651
direct (781) 348-9227
e-fax (781) 479-5985
e-mail mark@mcgaunnschwadron.com
web: www.mcgaunnschwadron.com.com
Discussion Points
• Protocols
• Multi-Branding Strategies
• Standards of Accreditation
• Professional Certifications
• Cost Segregation Study
• Balanced Scorecard/Benchmarking
Protocols
Different professions have their own definition.
From Houghton Mifflin Dictionary, defined as:
– Forms of ceremony and etiquette observed by
diplomats and heads of state,
– Code of correct conduct: safety protocols;
academic protocol, etc., or
– Plan for a course of medical treatment or for a
scientific experiment.
Why, Why, Why?
• Franchise business owners know their
success came easier as someone prior to
them took the time to IDENTIFY and
DOCUMENT each and every business
process to secure success.
• Written protocols protect against the bus
coming!!!
The Protocol Process
1. Identify the processes in areas of
practice responsibility.
2. Break each process into smallest pieces.
3. Solicit team member input.
4. Document/Revise/Follow/Improve
5. Repeat 3 and 4 continuously
RETAIL MANAGEMENT TRAINING PLAN
– Brand Training & Orientation
– In-Store Evaluation
– Integrated Brand Training (Combo/Trombo)
– “Servsafe “
– Cake Decorating
– Production Training
– Shift Leader Training & Certification
– Basic Management Training
– Human Resource Training
– Store Management Training
– Franchisee Business Course
Symptoms-rapid HR >150 bpm with A-Flutter/A-Fib on 12 Lead EKG.
Treatment-If patient hemodynamically unstable with decreased LOC
:
• Sedate with Diazepam, 2-5 mg increments, SIVP as appropriate up
to a total dose of 0.2 mg/kg).
• If Atrial Fibrillation-Synchronized cardioversion at:
Standard 100 joules; proceed to 200, 300, 360 joules.
Zoll Biphasic 30 joules; proceed to 50, 75, 100, 120, 150, 200 j.
• If Atrial Flutter- Synchronized cardioversion at:
Standard 50 joules; proceed to 100, 200, 300, 360 joules.
Zoll Biphasic 10 joules; proceed to 20, 30, 50, 75, 100, 120,
150, 200 joules.
• If patient is hemodynamically stable w/severe CP or SOB
see Chest Pain/CHF protocols.
Albuquerque Paramedic Protocol AC-4 for
Atrial Fibrillation & Atrial Flutter treatment:
Multi-Branding Strategies
The process of incorporating two or more partners in a
location.
Examples in the franchise food industry:
1. Bain Capital’s Dunkin Donuts, Baskin Robbins ice
cream stores, and Togo’s sandwich stores. 53% of
all new Dunkin Donuts locations are multi-branded
units.
2. YUM! Brands varies combinations of Taco Bell,
Pizza Hut, KFC, A&W and Long John Silvers
Multi-Branding Benefits
• Consumer perception of satisfaction greatly improved
when multiple brand choices under one roof
• Two brands occupying same location save on facility
purchase and occupancy costs.
• Multi-branded restaurants in YUM! family have higher
average unit sales volumes and cash flow than singles
• Multi-branding in the franchise arena experiences
greater local capture when each brand has a
complementary “day-part” (breakfast, lunch, dinner)
orientation.
Multi-Brand Challenges
• A sacrifice of identity and possible confusion
when different brands share locations.
• Duplication of equipment/staffing=higher costs.
• Staffing difficult if both brands share employees.
• Some brands are just no meant to go together.
• Multi-branding cannot be used to hide
operational, brand or menu problems.
Services work in vet practices!
Multi-branding strategies can consist of complementary
ancillary services owned by separate, unrelated entities
sharing the same physical location such as:
• Kennels, boarding, grooming, day/”date” care
• Veterinary pharmacies (compounding focus)
• Specialty medicine
• Rehabilitation facilities
• Alternative therapy practices
• Retail facilities
• Crematorium (rather “funeral home”)
• Diagnostic imaging
• Obedience training
• Behavioral Counseling
National Examples
• Some retail providers have employed a multi-
branding strategy
• But usually one predominant entity in the strategy
• Ancillary service providers are subject to
significant operating restrictions.
Practice owners who enter into multi-branding
agreements should strive to have equal
representation for optimal functioning.
Standards of Accreditation
• Companies of all sizes strive for recognized
accreditations for growth.
• ISO’s (International Organization Standards) are
voluntary technical agreements which provide
the framework for compatible technology
worldwide. Manufacturing businesses spend
significant time, effort and money to obtain ISO
9000 and ISO 14000 certifications.
• Enables them to better participate in
international trade.
Franchise Example
Dunkin Donuts uses their own internal, proprietary
accreditation models to evaluate store compliance with
company financial, operational, and customer service
objectives. The parent entity regularly reviews a
franchisee’s:
1. Written systems in place covering all areas of
business operations (customer service, HR,
training, management)
2. Formal Business Plan (historical and projected)
3. Growth Plan (territory additions, outside
expansions, etc)
1. “A” –company allows you to do whatever you wish
within territory & provide you with CEO’s cellphone #
1. “B” –company places a “development hold” on any
growth plans and CEO places a block on his cellphone
number
2. “C” –company forces franchisee into a transition phase
of improvement or else they change the locks on your
door!!!!
Not many second chances are given…
Dunkin Donuts Rating System
• Joint Commission on Accreditation of Healthcare
Organizations (JCAHO) evaluates and accredits 15,000
health care organizations and programs in the US.
• Independent and predominant accrediting body in U.S.
health care. Organizations must undergo on-site survey
by a JCAHO survey team at least every three years.
• May make unannounced evaluation visits (by request or
complaint).
• High 5’s Project: Established in 2007 to
implement innovative, standardized operating
protocols for 5 patient safety solutions over 5
years. Leverage solutions that would have broad
impacts in preventing avoidable catastrophic
adverse events such as death or serious injury
in hospitals.
• Prevention of patient care hand-over errors
• Prevention of wrong site/wrong procedure/wrong
person surgical errors
• Prevention of continuity of medication errors
American Animal Hospital
Association (AAHA)
• International association of more than 33,000 veterinary
care providers who treat companion animals.
• AAHA Standards of Accreditation are benchmarks of
excellence to raise the care levels provided. Over 3,000
veterinary hospitals voluntarily participate in AAHA
hospital evaluation program. (but only 15% of US and
Canadian total practices)
AAHA Benefits
• Standards are not a punitive measure but a set
of guidelines to raise, maintain, and improve
veterinary care to or above accepted practice
standards
• Tools are already in place to assist vets
• Evaluations and care guidelines are an easy
way to obtain advice on designing protocols and
a framework for operations (see Hazardous
Materials, Imaging, Dental Care Guidelines)
AAHA Perspective
• Practices that choose to become AAHA-accredited
typically want an objective, third-party review of their
practice to ensure that they are meeting or
exceeding high standards of medical delivery, utilize
cutting-edge management, and recognized as such.
• Dr. John Albers, former AAHA Executive Director,
“Just let us come in to see if what you say is really
going on truly is.”
AAHA Problems?
• Within a 50 mile radius of my office, there are only 51
AAHA-accredited practices (including 2 in Boston).
• One complaint-public does not recognize, or even know
about, the differentiation factor among haves & have
nots.
• Some fault attributed to practices themselves for not
using all kinds of patient contact (ads, video, DVM and
staff) to publicize the AAHA standard.
• Some may be institutional-”Build it and they will come.”
(but who will come?).
Professional Certifications
In certain fields of professional study, there are
individual achievements that denote technical
competence. For example:
• DVM (Doctor of Veterinary Medicine)
• MD (Doctor of Medicine)
• CPA (Certified Public Accountant), and
• JD (Doctorate of Jurisprudence)
• CFP® (Certified Financial Planner™)
Professional Certifications
• But once you or your staff attain a certain level
or designation, are you all “educated out”?
• Franchisees in different industries have a
multitude of distance learning and on-site
programs to keep regular, third-party training in
force (as opposed to “train-the-trainer”
approaches)
• See how some franchise operators keep up in
their own industry
• Nation's largest retail provider of prescriptions
operating 7,008 pharmacies and 560 Minute Clinics in
43 states to fill over 1 billion prescriptions annually.
• Employs 20,000 pharmacy technicians who serve as
primary contacts daily for hundreds of thousands of
customers. CVS pharmacy technicians:
1. verify insurance and billing information
2. note customer medication/product preferences
3. direct customer inquiries to pharmacists,
4. handle many among other duties.
Training Problems
• Pharmacy technician training materials were not
used consistently by each location.
• Most instruction given via unstructured “OJT”
• CVS/Caremark centralized and standardized its
pharmacy practices and workflow, including using
the THINQ Training Server Learning Management
System (LMS), a web-based, distance-learning
format integrated with CVS/Caremark’s testing and
assessment information.
• Huge success, promotes uniform & regular training
schedules.
• Beats a 100% “lunch and learn” program hands
down!
John Deere’s Initiative
Problem
Lack of qualified personnel who could take
charge and lead a John Deere Dealership.
Result
Formation of the John Deere Dealership
Management Program, a cooperative
partnership between John Deere and the
University of Missouri’s College of Agriculture,
Food and Natural Resources.
Learning paths on John Deere University’s web-based
program provide a blueprint for continuing education in
each functional area and are divided into five training
courses:
– Core (i.e. Hydraulic Certification)
– Selling & Marketing (i.e. Partnering for Customer
Value)
– Resource Utilization (i.e. Service Advisor Certification)
– Product Application (i.e. Air Conditioning Systems)
– Management
Advanced & Master Certifications are given-need 16
credits (4 days) for annual recertification
Other Certifications You’ve Seen?
The Funny Ones
• CBT (Certified Bagel Technician-yes, on Cape Cod)
• CASIT (Certified Auto Sound Installation Technician)
The Elusive Ones
• 106 AVMA diplomates in Dentistry
• 48 AVMA diplomates in Pharmacology (+5 since 2004)
DVM Specialty Designations
Only 9,826 AVMA recognized board-certified diplomates as
of December 2009. Great achievement, the combining of
various specialties can only bring patient care geometric
dividends.
Anesthesiologists 185
Behaviorists 46
Dentists 106
Canine & Feline Practitioners 459
Internal Medicine Small Animal 1,022
Emergency and Critical Care 293
Pharmacology 48
Radiologists 365
Veterinary Surgeons 1,279
Animal Behaviorists 46
Nutrition 54
New Certification Ideas
Other areas for veterinary practitioners to acquire
knowledge themselves or to have staff gain talents:
– UC Davis School of Veterinary Medicine has a one-
year residency in clinical veterinary pharmacy that
provides practical training in the principles of animal
medicine for graduates of accredited human schools
of pharmacy.
– Some veterinary practices are now employing human
pharmacy-trained technicians to staff their own
veterinary pharmacy in a fully-dedicated model
patterned after human pharmacies.
– Practices could form joint “training” ventures among
area practices to upgrade training and share ideas.
Cost Segregation Study
• A comprehensive engineering-based analysis of
the total cost or value of building and site
improvements.
• Allows building owners to re-allocate Code Sec.
1250 (real property depreciated over 39 years)
to Code Sec. 1245 (personal property
depreciated over 5 to 15 years).
• Results in increased depreciation deductions.
• Generally, the more specialized and unique an
asset is, like a veterinary practice facility, the
greater the tax benefits derived.
Kudo’s Judge Billing
Learned Hand!
(January 27, 1872 – August 18, 1961)
• Cost Segregation results need to be disclosed to
the IRS by the taxpayer filing Form 3115 (Change
of Accounting Method).
• IRS Revenue Procedure 2004-11 allows property
owners to retroactively catch-up on missed
depreciation on assets owned back to 1987 with
a one-time catch-up provision under an IRC
Section 481(a) adjustment, precluding
preparation of amended tax returns.
Saved by 1997 Tax Court Case!
Hospital Corp. of America v. IRS Comm’r
• Defines the nebulous “permanence” issue
regarding tangible personal property.
• Court concluded that property, which qualified
as tangible personal property for investment tax
credit purposes under pre-1981 case law also
qualifies as tangible personal property.
• Different tests are used to determine whether an
asset is an inherently permanent structural
component or tangible personal property.
3 Essential Steps…
IRS specifies:
1. written "cost segregation study" for legal basis
2. "logical and objective measure" to support "tangible
personal property”
3. study not based upon "non-contemporaneous
records, reconstructed data, or taxpayer estimates
or assumptions that have no supporting records."
Overview
• What is a cost segregation study (CSS)?
 Engineering-based analysis of property investment
 Accelerate depreciation deductions
- Typically from 39-year to 5, 7, 15 lives
 Interior elements include special-use electrical, cabling,
plumbing and HVAC systems, front desk, cabinetry and other
millwork, some wall coverings and floorings, animal cages,
sound systems, etc to 5-year
 Outdoor components normally include paving, sidewalks,
curbing, lighting, fencing, signage, landscaping, water
detention, retaining walls, some utilities, etc to 15-year lives
2 Types of Cost. Segs
1. Free-standing facilities which average 18%
reclassification from 39 year to 15 year property and
20% from 39 year to 5 year property. Projected tax
benefits average $81,000.
2. Large retail practice facilities (mall locations) which
average $650,000 in build-out costs. 35% of costs
can be reclassified from 39 year to 5 year property
generating $52,325 in estimated tax benefits.
One Dunkin Donuts Location
Cost segregation plan for $1.3 million facility
purchase shows $346,000 allocation to 5yr and
15yr assets
CY Depreciation Deductions:
Pre-study $ 17,000
Post-study $ 48,000
add’l deduction $ 31,000
% Impact on Asset Base
0%
0%
58%
42%
5 Year 15 Year 39 Year Land
11%
16%
31%
42%
5 year 15 Year 39 Year Land
Now 27% of total assets are reclassified to 5 & 15 yr property!
Tax Strategy-Fed & State
• Reallocated: $1,245,671 (44.6%)
• 1st Year Tax Savings: $77,000+
• 10-Year Tax Benefit: $286,000+*
*represents the 10-yr. NPV savings using an 8% discount rate.
Veterinary New
Construction
Cost of $2,793,471
Depreciation Before & After Cost Segregation
Do Cost Segregation Studies When??
• Best performed:
 Preferably immediately after new building construction
 New acquisition of property (or change in estate)
 Look-back – owned property for years but now in position
 Following major capital improvements (including leaseholds)
• Buildings placed in service after 2000
• Look-back to “missed” depreciation – HUGE first year benefit
• Property basis at least $750,000
• Should not do when property to be sold less than 2 years after study.
• Client is profitable and could benefit from a large tax deduction.
Balanced Scorecard/Benchmarking
• Franchise owners and chain management have
utilized benchmarking to highlight financial strengths
and weaknesses in store-to-store and intra-store
measurements.
• But the true progressives utilize intra-entity
benchmarking and metrics to measure their
progress.
• Financial metrics are typically only a component.
• Customer Service is measured in all aspects.
• But how can we be cutting edge?
Balanced Scorecard
• Robert Kaplan and David Norton developed a
technique called the Balanced Scorecard in 1997.
• Process integrated strategy execution, performance
management, and facilitated organization learning.
• Kaplan argued traditional benchmarking based on
production and financial indicators provided limited
insight into business’s key strategies and that
comparisons were generally made to the average of
a group of practices.
• Perfect for situations such as lack of focus or
direction, a new strategy, or a need to achieve
organizational alignment to a common vision.
Balanced Scorecard
A Balanced Scorecard approach helps practices develop
primary goals directly from a mission statement, practice
vision, and defined critical business strategies to
implement your practice vision. The approach takes a
pulse of:
– the financial and non-financial measures of your
practice,
– its leading and lagging indicators,
– employee and patient satisfaction, and
– short- and long-term strategy.
Kaplan’s approach utilizes a strategy map (the
“Scorecard) to develop a practice’s key strategies. The
map shows cause and effect linkages between the
various parts of the strategy.
Sample Scorecard
Objective
Key
Performance
Measure
Target Initiatives
Encourage
compliance with
AAHA dental
screening
recommendations
over current 30%
standard
Percentage of
patients
compliant with
semi-annual
screenings
100% DVM
recommended
(PMS review)
Compliance
Year 1-45%
Year 2-60%
Year 3-75%
-Implement
PetCare TV
dental programs
in waiting areas
-Document!!!
-Develop staff
communication
plan (DVM, tech,
kennel, recept.,
other)
Key Points To Incorporate
• Develop strategic objectives incorporating each of the
following perspectives: Financial, Customer, Internal Process,
and Learning and Growth.
• Team members directly affected by the vision should be
involved.
• Develop both leading and lagging indicators for each of the
above strategic objectives, agreed to by team members.
• Responsibility s/b assigned to someone for completion of the
initiative developed.
• Provide regular progress reports (charts, graphs and reports)
• Provide meaningful feedback to employees on
accomplishment with incentives to reward achievement.
A special thanks to Elizabeth Bellavance, DVM
for her expert knowledge on the Balanced Scorecard!
Thank You!
谢谢
Merci
Danke Schon
Grazie
ありがとう
당신을 감사하십시오
Obrigado
Gracias
Contact Information
Mark J. McGaunn, CPA/PFS, CFP®
Managing Member
McGaunn & Schwadron, CPA’s, LLC
75 2nd, Avenue, Suite 425
Needham Heights, MA 02494-2897
main (781) 489-6651
direct (781) 348-9227
e-fax (781) 479-5985
e-mail mark@mcgaunnschwadron.com
web: www.mcgaunnschwadron.com.com

Contenu connexe

Tendances

Kotler's Marketing Management: Connecting with Customers
Kotler's Marketing Management: Connecting with CustomersKotler's Marketing Management: Connecting with Customers
Kotler's Marketing Management: Connecting with CustomersNadia Tantuco
 
Supply chain analysis of KFC India
Supply chain analysis of KFC IndiaSupply chain analysis of KFC India
Supply chain analysis of KFC IndiaTushar Sharma
 
McDonald's Brand Positioning Strategy
McDonald's Brand Positioning StrategyMcDonald's Brand Positioning Strategy
McDonald's Brand Positioning StrategyAnanya Saini
 
Supply chain management of McDonalds
Supply chain management of McDonaldsSupply chain management of McDonalds
Supply chain management of McDonaldsSaravanan rulez
 
Services Marketing - Jollibee Singapore
Services Marketing - Jollibee SingaporeServices Marketing - Jollibee Singapore
Services Marketing - Jollibee SingaporeCatherine Ann Pan
 
Gap analysis of Mc donalds with respect to fast food industry
 Gap analysis of Mc donalds with respect to fast food industry Gap analysis of Mc donalds with respect to fast food industry
Gap analysis of Mc donalds with respect to fast food industryShashi Kumar
 
Mcdonalds presentation 130621085419-phpapp02
Mcdonalds presentation 130621085419-phpapp02Mcdonalds presentation 130621085419-phpapp02
Mcdonalds presentation 130621085419-phpapp02Muhammad Farhan Javed
 
Supply chain management of mcdonalds
Supply chain management of mcdonaldsSupply chain management of mcdonalds
Supply chain management of mcdonaldsDarshan Bairi
 
Starbucks
StarbucksStarbucks
StarbucksRShrm1
 
Human Resource Management Of KFC
Human Resource Management Of KFCHuman Resource Management Of KFC
Human Resource Management Of KFChiteshkrohra
 
McDonalds - OPERATIONS MANAGMENT
McDonalds - OPERATIONS MANAGMENTMcDonalds - OPERATIONS MANAGMENT
McDonalds - OPERATIONS MANAGMENTKrishna Raj
 
Dunkin'togo Marketing Plan
Dunkin'togo Marketing Plan Dunkin'togo Marketing Plan
Dunkin'togo Marketing Plan Linh MP. Pham
 
McDonald's supply chain
McDonald's supply chainMcDonald's supply chain
McDonald's supply chainAgarwalAmit2
 
Advertisement analysis of McDonald (Segmentation ,Targeting,Positioning)
Advertisement analysis of McDonald (Segmentation ,Targeting,Positioning)Advertisement analysis of McDonald (Segmentation ,Targeting,Positioning)
Advertisement analysis of McDonald (Segmentation ,Targeting,Positioning)Abid Siddiqui
 
An analysis of the impact of total quality management on employee performance...
An analysis of the impact of total quality management on employee performance...An analysis of the impact of total quality management on employee performance...
An analysis of the impact of total quality management on employee performance...nihad341
 

Tendances (20)

McDonalds Marketing
McDonalds MarketingMcDonalds Marketing
McDonalds Marketing
 
Kotler's Marketing Management: Connecting with Customers
Kotler's Marketing Management: Connecting with CustomersKotler's Marketing Management: Connecting with Customers
Kotler's Marketing Management: Connecting with Customers
 
Supply chain analysis of KFC India
Supply chain analysis of KFC IndiaSupply chain analysis of KFC India
Supply chain analysis of KFC India
 
McDonald's Brand Positioning Strategy
McDonald's Brand Positioning StrategyMcDonald's Brand Positioning Strategy
McDonald's Brand Positioning Strategy
 
Supply chain management of McDonalds
Supply chain management of McDonaldsSupply chain management of McDonalds
Supply chain management of McDonalds
 
Case Study: Mayo Clinic
Case Study: Mayo ClinicCase Study: Mayo Clinic
Case Study: Mayo Clinic
 
Services Marketing - Jollibee Singapore
Services Marketing - Jollibee SingaporeServices Marketing - Jollibee Singapore
Services Marketing - Jollibee Singapore
 
Gap analysis of Mc donalds with respect to fast food industry
 Gap analysis of Mc donalds with respect to fast food industry Gap analysis of Mc donalds with respect to fast food industry
Gap analysis of Mc donalds with respect to fast food industry
 
Mcdonalds presentation 130621085419-phpapp02
Mcdonalds presentation 130621085419-phpapp02Mcdonalds presentation 130621085419-phpapp02
Mcdonalds presentation 130621085419-phpapp02
 
Supply chain management of mcdonalds
Supply chain management of mcdonaldsSupply chain management of mcdonalds
Supply chain management of mcdonalds
 
Starbucks
StarbucksStarbucks
Starbucks
 
Human Resource Management Of KFC
Human Resource Management Of KFCHuman Resource Management Of KFC
Human Resource Management Of KFC
 
McDonalds - OPERATIONS MANAGMENT
McDonalds - OPERATIONS MANAGMENTMcDonalds - OPERATIONS MANAGMENT
McDonalds - OPERATIONS MANAGMENT
 
Dunkin'togo Marketing Plan
Dunkin'togo Marketing Plan Dunkin'togo Marketing Plan
Dunkin'togo Marketing Plan
 
Marketing mix of MacD
Marketing mix of MacDMarketing mix of MacD
Marketing mix of MacD
 
Mc donald's ppt
Mc donald's   pptMc donald's   ppt
Mc donald's ppt
 
McDonald's supply chain
McDonald's supply chainMcDonald's supply chain
McDonald's supply chain
 
mcdonald\'s ppt
mcdonald\'s pptmcdonald\'s ppt
mcdonald\'s ppt
 
Advertisement analysis of McDonald (Segmentation ,Targeting,Positioning)
Advertisement analysis of McDonald (Segmentation ,Targeting,Positioning)Advertisement analysis of McDonald (Segmentation ,Targeting,Positioning)
Advertisement analysis of McDonald (Segmentation ,Targeting,Positioning)
 
An analysis of the impact of total quality management on employee performance...
An analysis of the impact of total quality management on employee performance...An analysis of the impact of total quality management on employee performance...
An analysis of the impact of total quality management on employee performance...
 

En vedette

Competitve analysis dunkin donuts
Competitve analysis dunkin donutsCompetitve analysis dunkin donuts
Competitve analysis dunkin donutsFarhan Bajwa
 
Dunkin’ Donuts
Dunkin’ DonutsDunkin’ Donuts
Dunkin’ Donutsgogeek
 
Battle of the coffee brands in social media
Battle of the coffee brands in social mediaBattle of the coffee brands in social media
Battle of the coffee brands in social mediaJHergianto
 
Integration Marketing Communication Plan - Dunkin donuts
Integration Marketing Communication Plan - Dunkin donutsIntegration Marketing Communication Plan - Dunkin donuts
Integration Marketing Communication Plan - Dunkin donutsNikhil Saraf
 
Case study dunkin' donuts
Case study dunkin' donutsCase study dunkin' donuts
Case study dunkin' donutsMuhammad Sher
 
Dunkin’ Donuts - Franchise SlideShow
Dunkin’ Donuts - Franchise SlideShowDunkin’ Donuts - Franchise SlideShow
Dunkin’ Donuts - Franchise SlideShowmarshalls1
 
MGT group case study report (dunkin donuts)
MGT group case study report (dunkin donuts)MGT group case study report (dunkin donuts)
MGT group case study report (dunkin donuts)shatil20
 
Strategic Map of Starbucks Coffee Company
Strategic Map of Starbucks Coffee CompanyStrategic Map of Starbucks Coffee Company
Strategic Map of Starbucks Coffee CompanyFederico Nardini
 
Security Presentation
Security PresentationSecurity Presentation
Security PresentationGerhard Peens
 
Remaking Your Practice Using Franchise Business Financial Concepts
Remaking Your Practice Using Franchise Business Financial ConceptsRemaking Your Practice Using Franchise Business Financial Concepts
Remaking Your Practice Using Franchise Business Financial Conceptsmjmcgaunn
 
entreprise DONUT'S
entreprise DONUT'Sentreprise DONUT'S
entreprise DONUT'Sspyrat0ss
 
Dunkin' Donuts Social Strategy
Dunkin' Donuts Social StrategyDunkin' Donuts Social Strategy
Dunkin' Donuts Social StrategyParis Olkes
 
Dunkin’ donuts in thailand
Dunkin’ donuts in thailandDunkin’ donuts in thailand
Dunkin’ donuts in thailandNishad Killikottu
 
Berman - Dunkin Donuts vs Starbucks
Berman - Dunkin Donuts vs StarbucksBerman - Dunkin Donuts vs Starbucks
Berman - Dunkin Donuts vs StarbucksDrew Berman
 
J.CO DONUTS & COFFEE FINAL PAPER
J.CO DONUTS & COFFEE FINAL PAPERJ.CO DONUTS & COFFEE FINAL PAPER
J.CO DONUTS & COFFEE FINAL PAPERKing Gil Reyes
 
Social Media Strategy Dunkin Donuts
Social Media Strategy Dunkin DonutsSocial Media Strategy Dunkin Donuts
Social Media Strategy Dunkin DonutsTiffany Colón
 

En vedette (20)

Dunkin donuts ppt
Dunkin donuts pptDunkin donuts ppt
Dunkin donuts ppt
 
Competitve analysis dunkin donuts
Competitve analysis dunkin donutsCompetitve analysis dunkin donuts
Competitve analysis dunkin donuts
 
Dunkin’ Donuts
Dunkin’ DonutsDunkin’ Donuts
Dunkin’ Donuts
 
Battle of the coffee brands in social media
Battle of the coffee brands in social mediaBattle of the coffee brands in social media
Battle of the coffee brands in social media
 
Integration Marketing Communication Plan - Dunkin donuts
Integration Marketing Communication Plan - Dunkin donutsIntegration Marketing Communication Plan - Dunkin donuts
Integration Marketing Communication Plan - Dunkin donuts
 
Case study dunkin' donuts
Case study dunkin' donutsCase study dunkin' donuts
Case study dunkin' donuts
 
Starbucks
StarbucksStarbucks
Starbucks
 
Dunkin’ Donuts - Franchise SlideShow
Dunkin’ Donuts - Franchise SlideShowDunkin’ Donuts - Franchise SlideShow
Dunkin’ Donuts - Franchise SlideShow
 
MGT group case study report (dunkin donuts)
MGT group case study report (dunkin donuts)MGT group case study report (dunkin donuts)
MGT group case study report (dunkin donuts)
 
Strategic Map of Starbucks Coffee Company
Strategic Map of Starbucks Coffee CompanyStrategic Map of Starbucks Coffee Company
Strategic Map of Starbucks Coffee Company
 
Security Presentation
Security PresentationSecurity Presentation
Security Presentation
 
Remaking Your Practice Using Franchise Business Financial Concepts
Remaking Your Practice Using Franchise Business Financial ConceptsRemaking Your Practice Using Franchise Business Financial Concepts
Remaking Your Practice Using Franchise Business Financial Concepts
 
entreprise DONUT'S
entreprise DONUT'Sentreprise DONUT'S
entreprise DONUT'S
 
Dunkin' Donuts Social Strategy
Dunkin' Donuts Social StrategyDunkin' Donuts Social Strategy
Dunkin' Donuts Social Strategy
 
Dunkin’ donuts in thailand
Dunkin’ donuts in thailandDunkin’ donuts in thailand
Dunkin’ donuts in thailand
 
Dunkin Donuts Social Media Plan
Dunkin Donuts Social Media PlanDunkin Donuts Social Media Plan
Dunkin Donuts Social Media Plan
 
Berman - Dunkin Donuts vs Starbucks
Berman - Dunkin Donuts vs StarbucksBerman - Dunkin Donuts vs Starbucks
Berman - Dunkin Donuts vs Starbucks
 
J.CO DONUTS & COFFEE FINAL PAPER
J.CO DONUTS & COFFEE FINAL PAPERJ.CO DONUTS & COFFEE FINAL PAPER
J.CO DONUTS & COFFEE FINAL PAPER
 
Social Media Strategy Dunkin Donuts
Social Media Strategy Dunkin DonutsSocial Media Strategy Dunkin Donuts
Social Media Strategy Dunkin Donuts
 
ISO 9001
ISO 9001ISO 9001
ISO 9001
 

Similaire à Learn from dunkin donuts: Best Practices for Franchise-Level Business Success

Dr. G's Weight Loss & Wellness Franchise Opportunity
Dr. G's Weight Loss & Wellness Franchise OpportunityDr. G's Weight Loss & Wellness Franchise Opportunity
Dr. G's Weight Loss & Wellness Franchise OpportunityChris Vaccarino
 
Aagami Technology Licensing Presentation
Aagami Technology Licensing PresentationAagami Technology Licensing Presentation
Aagami Technology Licensing PresentationAagami, Inc.
 
Experience management overview - Gelb Consulting
Experience management overview - Gelb ConsultingExperience management overview - Gelb Consulting
Experience management overview - Gelb ConsultingEndeavor Management
 
The Entrepreneur's Guide to Hospital Partnerships by @Rock_Health
The Entrepreneur's Guide to Hospital Partnerships by @Rock_HealthThe Entrepreneur's Guide to Hospital Partnerships by @Rock_Health
The Entrepreneur's Guide to Hospital Partnerships by @Rock_HealthRock Health
 
M Schleicher Resume1
M Schleicher Resume1M Schleicher Resume1
M Schleicher Resume1SchlickeN
 
Accreditation as a Strategy / Tool for Hospital Quality Service Improvement
Accreditation as a Strategy / Tool for Hospital Quality Service ImprovementAccreditation as a Strategy / Tool for Hospital Quality Service Improvement
Accreditation as a Strategy / Tool for Hospital Quality Service ImprovementReynaldo Joson
 
OutcomeAdvantage- Allscripts Open App Challenge
OutcomeAdvantage- Allscripts Open App ChallengeOutcomeAdvantage- Allscripts Open App Challenge
OutcomeAdvantage- Allscripts Open App ChallengeOutcomeAdvantage
 
Zulywitz resume 04 2016
Zulywitz resume 04 2016Zulywitz resume 04 2016
Zulywitz resume 04 2016Zane Zulywitz
 
Pitching the plan - TCN Fast Track
Pitching the plan - TCN Fast TrackPitching the plan - TCN Fast Track
Pitching the plan - TCN Fast TrackThe Capital Network
 
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?Perficient, Inc.
 
Center For Business Intelligence Pharma Relaunch 06 Final Update
Center For Business Intelligence Pharma Relaunch 06 Final UpdateCenter For Business Intelligence Pharma Relaunch 06 Final Update
Center For Business Intelligence Pharma Relaunch 06 Final UpdateDCSmith1
 
Bradley James Love_Resume_2015 B
Bradley James Love_Resume_2015 BBradley James Love_Resume_2015 B
Bradley James Love_Resume_2015 BBrad Love
 
nutraMetrix Business Presentation- Full version
nutraMetrix Business Presentation- Full versionnutraMetrix Business Presentation- Full version
nutraMetrix Business Presentation- Full versionDoreen Ryan
 
The Road to Hospital Accreditation: How Necessary and Who Cares?
The Road to Hospital Accreditation: How Necessary and Who Cares?The Road to Hospital Accreditation: How Necessary and Who Cares?
The Road to Hospital Accreditation: How Necessary and Who Cares?Reynaldo Joson
 
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...Covance
 
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...Covance
 
UNIQUE PROFESSIONAL OFFER FOR DAIRY PlANTS IN INDIA
UNIQUE PROFESSIONAL OFFER FOR DAIRY PlANTS IN INDIAUNIQUE PROFESSIONAL OFFER FOR DAIRY PlANTS IN INDIA
UNIQUE PROFESSIONAL OFFER FOR DAIRY PlANTS IN INDIABhandair Jaswant Singh
 
Hot to Get Telesales Right | AgentCubed
Hot to Get Telesales Right | AgentCubedHot to Get Telesales Right | AgentCubed
Hot to Get Telesales Right | AgentCubedJeff Morgan
 
The ABCs of Starting a Medical Practice
The ABCs of Starting a Medical PracticeThe ABCs of Starting a Medical Practice
The ABCs of Starting a Medical PracticeKareo
 

Similaire à Learn from dunkin donuts: Best Practices for Franchise-Level Business Success (20)

Dr. G's Weight Loss & Wellness Franchise Opportunity
Dr. G's Weight Loss & Wellness Franchise OpportunityDr. G's Weight Loss & Wellness Franchise Opportunity
Dr. G's Weight Loss & Wellness Franchise Opportunity
 
Aagami Technology Licensing Presentation
Aagami Technology Licensing PresentationAagami Technology Licensing Presentation
Aagami Technology Licensing Presentation
 
Experience management overview - Gelb Consulting
Experience management overview - Gelb ConsultingExperience management overview - Gelb Consulting
Experience management overview - Gelb Consulting
 
The Entrepreneur's Guide to Hospital Partnerships by @Rock_Health
The Entrepreneur's Guide to Hospital Partnerships by @Rock_HealthThe Entrepreneur's Guide to Hospital Partnerships by @Rock_Health
The Entrepreneur's Guide to Hospital Partnerships by @Rock_Health
 
M Schleicher Resume1
M Schleicher Resume1M Schleicher Resume1
M Schleicher Resume1
 
Accreditation as a Strategy / Tool for Hospital Quality Service Improvement
Accreditation as a Strategy / Tool for Hospital Quality Service ImprovementAccreditation as a Strategy / Tool for Hospital Quality Service Improvement
Accreditation as a Strategy / Tool for Hospital Quality Service Improvement
 
OutcomeAdvantage- Allscripts Open App Challenge
OutcomeAdvantage- Allscripts Open App ChallengeOutcomeAdvantage- Allscripts Open App Challenge
OutcomeAdvantage- Allscripts Open App Challenge
 
Zulywitz resume 04 2016
Zulywitz resume 04 2016Zulywitz resume 04 2016
Zulywitz resume 04 2016
 
Pitching the plan - TCN Fast Track
Pitching the plan - TCN Fast TrackPitching the plan - TCN Fast Track
Pitching the plan - TCN Fast Track
 
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?
 
Center For Business Intelligence Pharma Relaunch 06 Final Update
Center For Business Intelligence Pharma Relaunch 06 Final UpdateCenter For Business Intelligence Pharma Relaunch 06 Final Update
Center For Business Intelligence Pharma Relaunch 06 Final Update
 
Bradley James Love_Resume_2015 B
Bradley James Love_Resume_2015 BBradley James Love_Resume_2015 B
Bradley James Love_Resume_2015 B
 
nutraMetrix Business Presentation- Full version
nutraMetrix Business Presentation- Full versionnutraMetrix Business Presentation- Full version
nutraMetrix Business Presentation- Full version
 
The Road to Hospital Accreditation: How Necessary and Who Cares?
The Road to Hospital Accreditation: How Necessary and Who Cares?The Road to Hospital Accreditation: How Necessary and Who Cares?
The Road to Hospital Accreditation: How Necessary and Who Cares?
 
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
 
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
Field Services: Providing On-Site, Field-Based Assistance to Support Customer...
 
UNIQUE PROFESSIONAL OFFER FOR DAIRY PlANTS IN INDIA
UNIQUE PROFESSIONAL OFFER FOR DAIRY PlANTS IN INDIAUNIQUE PROFESSIONAL OFFER FOR DAIRY PlANTS IN INDIA
UNIQUE PROFESSIONAL OFFER FOR DAIRY PlANTS IN INDIA
 
MANAGING DAIRY BUSINESS FOR PROFITS
MANAGING DAIRY BUSINESS FOR PROFITSMANAGING DAIRY BUSINESS FOR PROFITS
MANAGING DAIRY BUSINESS FOR PROFITS
 
Hot to Get Telesales Right | AgentCubed
Hot to Get Telesales Right | AgentCubedHot to Get Telesales Right | AgentCubed
Hot to Get Telesales Right | AgentCubed
 
The ABCs of Starting a Medical Practice
The ABCs of Starting a Medical PracticeThe ABCs of Starting a Medical Practice
The ABCs of Starting a Medical Practice
 

Plus de McGaunnSchwadronCPA

A Veterinarian's Guide To Future Financial Planning & Retirement, Part II
A Veterinarian's Guide To Future Financial Planning & Retirement, Part IIA Veterinarian's Guide To Future Financial Planning & Retirement, Part II
A Veterinarian's Guide To Future Financial Planning & Retirement, Part IIMcGaunnSchwadronCPA
 
A Veterinarian's Guide To Financial Planning for Retirement, Part I
A Veterinarian's Guide To Financial Planning for Retirement, Part IA Veterinarian's Guide To Financial Planning for Retirement, Part I
A Veterinarian's Guide To Financial Planning for Retirement, Part IMcGaunnSchwadronCPA
 
2010 Financial Growth Management Strategy for Your Veterinary Practice
2010 Financial Growth Management Strategy for Your Veterinary Practice2010 Financial Growth Management Strategy for Your Veterinary Practice
2010 Financial Growth Management Strategy for Your Veterinary PracticeMcGaunnSchwadronCPA
 
AAHA Economic News: What Role Should Your Veterinary Practice Play in Your In...
AAHA Economic News: What Role Should Your Veterinary Practice Play in Your In...AAHA Economic News: What Role Should Your Veterinary Practice Play in Your In...
AAHA Economic News: What Role Should Your Veterinary Practice Play in Your In...McGaunnSchwadronCPA
 
How to Better Manage Your Veterinary Practice Finances
How to Better Manage Your Veterinary Practice FinancesHow to Better Manage Your Veterinary Practice Finances
How to Better Manage Your Veterinary Practice FinancesMcGaunnSchwadronCPA
 
Ten Tips For a More Profitable Veterinary Practice in 2011
Ten Tips For a More Profitable Veterinary Practice in 2011Ten Tips For a More Profitable Veterinary Practice in 2011
Ten Tips For a More Profitable Veterinary Practice in 2011McGaunnSchwadronCPA
 

Plus de McGaunnSchwadronCPA (6)

A Veterinarian's Guide To Future Financial Planning & Retirement, Part II
A Veterinarian's Guide To Future Financial Planning & Retirement, Part IIA Veterinarian's Guide To Future Financial Planning & Retirement, Part II
A Veterinarian's Guide To Future Financial Planning & Retirement, Part II
 
A Veterinarian's Guide To Financial Planning for Retirement, Part I
A Veterinarian's Guide To Financial Planning for Retirement, Part IA Veterinarian's Guide To Financial Planning for Retirement, Part I
A Veterinarian's Guide To Financial Planning for Retirement, Part I
 
2010 Financial Growth Management Strategy for Your Veterinary Practice
2010 Financial Growth Management Strategy for Your Veterinary Practice2010 Financial Growth Management Strategy for Your Veterinary Practice
2010 Financial Growth Management Strategy for Your Veterinary Practice
 
AAHA Economic News: What Role Should Your Veterinary Practice Play in Your In...
AAHA Economic News: What Role Should Your Veterinary Practice Play in Your In...AAHA Economic News: What Role Should Your Veterinary Practice Play in Your In...
AAHA Economic News: What Role Should Your Veterinary Practice Play in Your In...
 
How to Better Manage Your Veterinary Practice Finances
How to Better Manage Your Veterinary Practice FinancesHow to Better Manage Your Veterinary Practice Finances
How to Better Manage Your Veterinary Practice Finances
 
Ten Tips For a More Profitable Veterinary Practice in 2011
Ten Tips For a More Profitable Veterinary Practice in 2011Ten Tips For a More Profitable Veterinary Practice in 2011
Ten Tips For a More Profitable Veterinary Practice in 2011
 

Dernier

A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKELtd
 

Dernier (20)

A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
 

Learn from dunkin donuts: Best Practices for Franchise-Level Business Success

  • 1. Session # V608 WHAT CAN YOU LEARN FROM ?
  • 2. Contact Information Mark J. McGaunn, CPA/PFS, CFP® Managing Member McGaunn & Schwadron, CPA’s, LLC 75 2nd, Avenue, Suite 425 Needham Heights, MA 02494-2897 main (781) 489-6651 direct (781) 348-9227 e-fax (781) 479-5985 e-mail mark@mcgaunnschwadron.com web: www.mcgaunnschwadron.com.com
  • 3. Discussion Points • Protocols • Multi-Branding Strategies • Standards of Accreditation • Professional Certifications • Cost Segregation Study • Balanced Scorecard/Benchmarking
  • 4. Protocols Different professions have their own definition. From Houghton Mifflin Dictionary, defined as: – Forms of ceremony and etiquette observed by diplomats and heads of state, – Code of correct conduct: safety protocols; academic protocol, etc., or – Plan for a course of medical treatment or for a scientific experiment.
  • 5. Why, Why, Why? • Franchise business owners know their success came easier as someone prior to them took the time to IDENTIFY and DOCUMENT each and every business process to secure success. • Written protocols protect against the bus coming!!!
  • 6. The Protocol Process 1. Identify the processes in areas of practice responsibility. 2. Break each process into smallest pieces. 3. Solicit team member input. 4. Document/Revise/Follow/Improve 5. Repeat 3 and 4 continuously
  • 7. RETAIL MANAGEMENT TRAINING PLAN – Brand Training & Orientation – In-Store Evaluation – Integrated Brand Training (Combo/Trombo) – “Servsafe “ – Cake Decorating – Production Training – Shift Leader Training & Certification – Basic Management Training – Human Resource Training – Store Management Training – Franchisee Business Course
  • 8. Symptoms-rapid HR >150 bpm with A-Flutter/A-Fib on 12 Lead EKG. Treatment-If patient hemodynamically unstable with decreased LOC : • Sedate with Diazepam, 2-5 mg increments, SIVP as appropriate up to a total dose of 0.2 mg/kg). • If Atrial Fibrillation-Synchronized cardioversion at: Standard 100 joules; proceed to 200, 300, 360 joules. Zoll Biphasic 30 joules; proceed to 50, 75, 100, 120, 150, 200 j. • If Atrial Flutter- Synchronized cardioversion at: Standard 50 joules; proceed to 100, 200, 300, 360 joules. Zoll Biphasic 10 joules; proceed to 20, 30, 50, 75, 100, 120, 150, 200 joules. • If patient is hemodynamically stable w/severe CP or SOB see Chest Pain/CHF protocols. Albuquerque Paramedic Protocol AC-4 for Atrial Fibrillation & Atrial Flutter treatment:
  • 9. Multi-Branding Strategies The process of incorporating two or more partners in a location. Examples in the franchise food industry: 1. Bain Capital’s Dunkin Donuts, Baskin Robbins ice cream stores, and Togo’s sandwich stores. 53% of all new Dunkin Donuts locations are multi-branded units. 2. YUM! Brands varies combinations of Taco Bell, Pizza Hut, KFC, A&W and Long John Silvers
  • 10. Multi-Branding Benefits • Consumer perception of satisfaction greatly improved when multiple brand choices under one roof • Two brands occupying same location save on facility purchase and occupancy costs. • Multi-branded restaurants in YUM! family have higher average unit sales volumes and cash flow than singles • Multi-branding in the franchise arena experiences greater local capture when each brand has a complementary “day-part” (breakfast, lunch, dinner) orientation.
  • 11. Multi-Brand Challenges • A sacrifice of identity and possible confusion when different brands share locations. • Duplication of equipment/staffing=higher costs. • Staffing difficult if both brands share employees. • Some brands are just no meant to go together. • Multi-branding cannot be used to hide operational, brand or menu problems.
  • 12. Services work in vet practices! Multi-branding strategies can consist of complementary ancillary services owned by separate, unrelated entities sharing the same physical location such as: • Kennels, boarding, grooming, day/”date” care • Veterinary pharmacies (compounding focus) • Specialty medicine • Rehabilitation facilities • Alternative therapy practices • Retail facilities • Crematorium (rather “funeral home”) • Diagnostic imaging • Obedience training • Behavioral Counseling
  • 13. National Examples • Some retail providers have employed a multi- branding strategy • But usually one predominant entity in the strategy • Ancillary service providers are subject to significant operating restrictions. Practice owners who enter into multi-branding agreements should strive to have equal representation for optimal functioning.
  • 14. Standards of Accreditation • Companies of all sizes strive for recognized accreditations for growth. • ISO’s (International Organization Standards) are voluntary technical agreements which provide the framework for compatible technology worldwide. Manufacturing businesses spend significant time, effort and money to obtain ISO 9000 and ISO 14000 certifications. • Enables them to better participate in international trade.
  • 15. Franchise Example Dunkin Donuts uses their own internal, proprietary accreditation models to evaluate store compliance with company financial, operational, and customer service objectives. The parent entity regularly reviews a franchisee’s: 1. Written systems in place covering all areas of business operations (customer service, HR, training, management) 2. Formal Business Plan (historical and projected) 3. Growth Plan (territory additions, outside expansions, etc)
  • 16. 1. “A” –company allows you to do whatever you wish within territory & provide you with CEO’s cellphone # 1. “B” –company places a “development hold” on any growth plans and CEO places a block on his cellphone number 2. “C” –company forces franchisee into a transition phase of improvement or else they change the locks on your door!!!! Not many second chances are given… Dunkin Donuts Rating System
  • 17. • Joint Commission on Accreditation of Healthcare Organizations (JCAHO) evaluates and accredits 15,000 health care organizations and programs in the US. • Independent and predominant accrediting body in U.S. health care. Organizations must undergo on-site survey by a JCAHO survey team at least every three years. • May make unannounced evaluation visits (by request or complaint).
  • 18. • High 5’s Project: Established in 2007 to implement innovative, standardized operating protocols for 5 patient safety solutions over 5 years. Leverage solutions that would have broad impacts in preventing avoidable catastrophic adverse events such as death or serious injury in hospitals. • Prevention of patient care hand-over errors • Prevention of wrong site/wrong procedure/wrong person surgical errors • Prevention of continuity of medication errors
  • 19. American Animal Hospital Association (AAHA) • International association of more than 33,000 veterinary care providers who treat companion animals. • AAHA Standards of Accreditation are benchmarks of excellence to raise the care levels provided. Over 3,000 veterinary hospitals voluntarily participate in AAHA hospital evaluation program. (but only 15% of US and Canadian total practices)
  • 20. AAHA Benefits • Standards are not a punitive measure but a set of guidelines to raise, maintain, and improve veterinary care to or above accepted practice standards • Tools are already in place to assist vets • Evaluations and care guidelines are an easy way to obtain advice on designing protocols and a framework for operations (see Hazardous Materials, Imaging, Dental Care Guidelines)
  • 21. AAHA Perspective • Practices that choose to become AAHA-accredited typically want an objective, third-party review of their practice to ensure that they are meeting or exceeding high standards of medical delivery, utilize cutting-edge management, and recognized as such. • Dr. John Albers, former AAHA Executive Director, “Just let us come in to see if what you say is really going on truly is.”
  • 22. AAHA Problems? • Within a 50 mile radius of my office, there are only 51 AAHA-accredited practices (including 2 in Boston). • One complaint-public does not recognize, or even know about, the differentiation factor among haves & have nots. • Some fault attributed to practices themselves for not using all kinds of patient contact (ads, video, DVM and staff) to publicize the AAHA standard. • Some may be institutional-”Build it and they will come.” (but who will come?).
  • 23. Professional Certifications In certain fields of professional study, there are individual achievements that denote technical competence. For example: • DVM (Doctor of Veterinary Medicine) • MD (Doctor of Medicine) • CPA (Certified Public Accountant), and • JD (Doctorate of Jurisprudence) • CFP® (Certified Financial Planner™)
  • 24. Professional Certifications • But once you or your staff attain a certain level or designation, are you all “educated out”? • Franchisees in different industries have a multitude of distance learning and on-site programs to keep regular, third-party training in force (as opposed to “train-the-trainer” approaches) • See how some franchise operators keep up in their own industry
  • 25. • Nation's largest retail provider of prescriptions operating 7,008 pharmacies and 560 Minute Clinics in 43 states to fill over 1 billion prescriptions annually. • Employs 20,000 pharmacy technicians who serve as primary contacts daily for hundreds of thousands of customers. CVS pharmacy technicians: 1. verify insurance and billing information 2. note customer medication/product preferences 3. direct customer inquiries to pharmacists, 4. handle many among other duties.
  • 26. Training Problems • Pharmacy technician training materials were not used consistently by each location. • Most instruction given via unstructured “OJT” • CVS/Caremark centralized and standardized its pharmacy practices and workflow, including using the THINQ Training Server Learning Management System (LMS), a web-based, distance-learning format integrated with CVS/Caremark’s testing and assessment information. • Huge success, promotes uniform & regular training schedules. • Beats a 100% “lunch and learn” program hands down!
  • 27. John Deere’s Initiative Problem Lack of qualified personnel who could take charge and lead a John Deere Dealership. Result Formation of the John Deere Dealership Management Program, a cooperative partnership between John Deere and the University of Missouri’s College of Agriculture, Food and Natural Resources.
  • 28. Learning paths on John Deere University’s web-based program provide a blueprint for continuing education in each functional area and are divided into five training courses: – Core (i.e. Hydraulic Certification) – Selling & Marketing (i.e. Partnering for Customer Value) – Resource Utilization (i.e. Service Advisor Certification) – Product Application (i.e. Air Conditioning Systems) – Management Advanced & Master Certifications are given-need 16 credits (4 days) for annual recertification
  • 29. Other Certifications You’ve Seen? The Funny Ones • CBT (Certified Bagel Technician-yes, on Cape Cod) • CASIT (Certified Auto Sound Installation Technician) The Elusive Ones • 106 AVMA diplomates in Dentistry • 48 AVMA diplomates in Pharmacology (+5 since 2004)
  • 30. DVM Specialty Designations Only 9,826 AVMA recognized board-certified diplomates as of December 2009. Great achievement, the combining of various specialties can only bring patient care geometric dividends. Anesthesiologists 185 Behaviorists 46 Dentists 106 Canine & Feline Practitioners 459 Internal Medicine Small Animal 1,022 Emergency and Critical Care 293 Pharmacology 48 Radiologists 365 Veterinary Surgeons 1,279 Animal Behaviorists 46 Nutrition 54
  • 31. New Certification Ideas Other areas for veterinary practitioners to acquire knowledge themselves or to have staff gain talents: – UC Davis School of Veterinary Medicine has a one- year residency in clinical veterinary pharmacy that provides practical training in the principles of animal medicine for graduates of accredited human schools of pharmacy. – Some veterinary practices are now employing human pharmacy-trained technicians to staff their own veterinary pharmacy in a fully-dedicated model patterned after human pharmacies. – Practices could form joint “training” ventures among area practices to upgrade training and share ideas.
  • 32. Cost Segregation Study • A comprehensive engineering-based analysis of the total cost or value of building and site improvements. • Allows building owners to re-allocate Code Sec. 1250 (real property depreciated over 39 years) to Code Sec. 1245 (personal property depreciated over 5 to 15 years). • Results in increased depreciation deductions. • Generally, the more specialized and unique an asset is, like a veterinary practice facility, the greater the tax benefits derived.
  • 33. Kudo’s Judge Billing Learned Hand! (January 27, 1872 – August 18, 1961) • Cost Segregation results need to be disclosed to the IRS by the taxpayer filing Form 3115 (Change of Accounting Method). • IRS Revenue Procedure 2004-11 allows property owners to retroactively catch-up on missed depreciation on assets owned back to 1987 with a one-time catch-up provision under an IRC Section 481(a) adjustment, precluding preparation of amended tax returns.
  • 34. Saved by 1997 Tax Court Case! Hospital Corp. of America v. IRS Comm’r • Defines the nebulous “permanence” issue regarding tangible personal property. • Court concluded that property, which qualified as tangible personal property for investment tax credit purposes under pre-1981 case law also qualifies as tangible personal property. • Different tests are used to determine whether an asset is an inherently permanent structural component or tangible personal property.
  • 35. 3 Essential Steps… IRS specifies: 1. written "cost segregation study" for legal basis 2. "logical and objective measure" to support "tangible personal property” 3. study not based upon "non-contemporaneous records, reconstructed data, or taxpayer estimates or assumptions that have no supporting records."
  • 36. Overview • What is a cost segregation study (CSS)?  Engineering-based analysis of property investment  Accelerate depreciation deductions - Typically from 39-year to 5, 7, 15 lives  Interior elements include special-use electrical, cabling, plumbing and HVAC systems, front desk, cabinetry and other millwork, some wall coverings and floorings, animal cages, sound systems, etc to 5-year  Outdoor components normally include paving, sidewalks, curbing, lighting, fencing, signage, landscaping, water detention, retaining walls, some utilities, etc to 15-year lives
  • 37. 2 Types of Cost. Segs 1. Free-standing facilities which average 18% reclassification from 39 year to 15 year property and 20% from 39 year to 5 year property. Projected tax benefits average $81,000. 2. Large retail practice facilities (mall locations) which average $650,000 in build-out costs. 35% of costs can be reclassified from 39 year to 5 year property generating $52,325 in estimated tax benefits.
  • 38. One Dunkin Donuts Location Cost segregation plan for $1.3 million facility purchase shows $346,000 allocation to 5yr and 15yr assets CY Depreciation Deductions: Pre-study $ 17,000 Post-study $ 48,000 add’l deduction $ 31,000
  • 39. % Impact on Asset Base 0% 0% 58% 42% 5 Year 15 Year 39 Year Land 11% 16% 31% 42% 5 year 15 Year 39 Year Land Now 27% of total assets are reclassified to 5 & 15 yr property!
  • 40. Tax Strategy-Fed & State • Reallocated: $1,245,671 (44.6%) • 1st Year Tax Savings: $77,000+ • 10-Year Tax Benefit: $286,000+* *represents the 10-yr. NPV savings using an 8% discount rate. Veterinary New Construction Cost of $2,793,471
  • 41. Depreciation Before & After Cost Segregation
  • 42. Do Cost Segregation Studies When?? • Best performed:  Preferably immediately after new building construction  New acquisition of property (or change in estate)  Look-back – owned property for years but now in position  Following major capital improvements (including leaseholds) • Buildings placed in service after 2000 • Look-back to “missed” depreciation – HUGE first year benefit • Property basis at least $750,000 • Should not do when property to be sold less than 2 years after study. • Client is profitable and could benefit from a large tax deduction.
  • 43. Balanced Scorecard/Benchmarking • Franchise owners and chain management have utilized benchmarking to highlight financial strengths and weaknesses in store-to-store and intra-store measurements. • But the true progressives utilize intra-entity benchmarking and metrics to measure their progress. • Financial metrics are typically only a component. • Customer Service is measured in all aspects. • But how can we be cutting edge?
  • 44. Balanced Scorecard • Robert Kaplan and David Norton developed a technique called the Balanced Scorecard in 1997. • Process integrated strategy execution, performance management, and facilitated organization learning. • Kaplan argued traditional benchmarking based on production and financial indicators provided limited insight into business’s key strategies and that comparisons were generally made to the average of a group of practices. • Perfect for situations such as lack of focus or direction, a new strategy, or a need to achieve organizational alignment to a common vision.
  • 45. Balanced Scorecard A Balanced Scorecard approach helps practices develop primary goals directly from a mission statement, practice vision, and defined critical business strategies to implement your practice vision. The approach takes a pulse of: – the financial and non-financial measures of your practice, – its leading and lagging indicators, – employee and patient satisfaction, and – short- and long-term strategy. Kaplan’s approach utilizes a strategy map (the “Scorecard) to develop a practice’s key strategies. The map shows cause and effect linkages between the various parts of the strategy.
  • 46. Sample Scorecard Objective Key Performance Measure Target Initiatives Encourage compliance with AAHA dental screening recommendations over current 30% standard Percentage of patients compliant with semi-annual screenings 100% DVM recommended (PMS review) Compliance Year 1-45% Year 2-60% Year 3-75% -Implement PetCare TV dental programs in waiting areas -Document!!! -Develop staff communication plan (DVM, tech, kennel, recept., other)
  • 47. Key Points To Incorporate • Develop strategic objectives incorporating each of the following perspectives: Financial, Customer, Internal Process, and Learning and Growth. • Team members directly affected by the vision should be involved. • Develop both leading and lagging indicators for each of the above strategic objectives, agreed to by team members. • Responsibility s/b assigned to someone for completion of the initiative developed. • Provide regular progress reports (charts, graphs and reports) • Provide meaningful feedback to employees on accomplishment with incentives to reward achievement. A special thanks to Elizabeth Bellavance, DVM for her expert knowledge on the Balanced Scorecard!
  • 49. Contact Information Mark J. McGaunn, CPA/PFS, CFP® Managing Member McGaunn & Schwadron, CPA’s, LLC 75 2nd, Avenue, Suite 425 Needham Heights, MA 02494-2897 main (781) 489-6651 direct (781) 348-9227 e-fax (781) 479-5985 e-mail mark@mcgaunnschwadron.com web: www.mcgaunnschwadron.com.com